Harnessing high performers can help a franchise flourish

Every franchise has its superstars and making the most of their efforts will play a key role in ensuring success. But supporting the best performers in a franchise network isn’t just about boosting a franchise’s profits: more important is how it can help strengthen the network as a whole.

Perhaps the first step in making the most of high-performing franchisees is being able to recognise them when they come along. “[They’re] highly self-motivated, ambitious people with a very positive outlook and a can-do attitude,” says Graham Duckworth, franchise sales director at Driver Hire, the transport and logistics recruitment company. As well as attitude, certain aptitudes are incredibly valuable, including being able to manage the franchise’s finances, form close relationships with customers and keep up with the pace of the modern commercial environment. “As a business owner, things can change quickly,” adds Tim Morris, UK country manager for Tutor Doctor, the in-home tutoring franchise. “[They need] tenacity and energy, [as well as] the ability to multitask, prioritise a working day and be adaptable.”

“Once a franchisor has identified a potential superstar franchisee, it’s worth knowing how to net these savvy businesspeople. First of all, it doesn’t hurt if they know they can make a healthy return on their investment. “People want to know that they’re going to make good money in a sound business that’s been going a long time,” says Tara Worthington, company director at Countrywide Grounds Maintenance. Given that top performers are more likely to have had a longer track record in the business community, they may be expecting higher margins than their less experienced contemporaries. This means the franchises that offer the best returns are those most likely to net the superstars.

However, this doesn’t mean it’s worth trying to pull the wool over their eyes: Duckworth warns against overselling the opportunity. “It’s important franchisors speak frankly and honestly to potential franchisees,” he says. “If someone enquiring is business-minded and understands the numbers, they’ll see through any chinks in a franchisor’s sales patter.” Instead, having an open approach and encouraging potential high-flyers to learn as much as they can about the business will help a franchise draw – and keep – them in. “We […] encourage them to speak to a range of franchisees, including our high-performers – those with a £2m+ turnover – to truly understand the potential [of the opportunity],” adds Duckworth.

Whilst offering good returns will certainly boost the efforts of superstar franchisees, this is only the bluntest tool at a franchise’s disposal. “Franchisors should look beyond purely financial benefit schemes as incentives for top performers,” says Annabel Jones, HR director of ADP UK, the payroll and HR services provider. An example she offers is providing access to additional training programmes that will help them augment and develop their existing abilities and maximise their performance. “Franchisees will not only feel that their work efforts are always rewarded but will [also] feel that they have the opportunity to benefit from continuous career progression,” she continues.

Undoubtedly a franchise’s top performers can have a transformative effect on the network as a whole. But when that franchisee decides it’s time to exit the business, how does the franchisor prevent it affecting the rest of the network? “The exiting franchisee has to spend a lot of time on the handover,” Worthington says. “We have quite a vigorous training programme where they spend a considerable amount of time with the incoming franchisee.” By having a carefully managed exit strategy and on-boarding the new franchisee for an extended period, franchisors can ensure a franchise will have a much higher degree of success. “If it’s a big business, you can’t just hand it over to someone new and expect them to run it,” she adds.